Summary
The Covid-19 crisis has been at once revealing, a catalyst and a game-changer. Revealing the scope and impact of the globalisation that has existed for twenty years, acting as a catalyst for multiple developments made possible by digital technologies, beginning with remote working, and transforming living and economic conditions, at least for a time, the pandemic has marked a turning point, a regeneration of society.
While “The New Future of Work” ushered in by new technologies had already been a topic of interest for several years, it is also an inexorable phenomenon that requires us to adapt: we as individuals, employees, managers, but also collectively, as businesses, institutions and governments.
This position paper seeks to understand how to adapt to these new ways of working, and how to turn these upheavals into opportunities, while galvanising all of the stakeholders around a common corporate purpose.
Its strength lies in its detailed and up to date analysis, delivering the ability to fully understand the issues and challenge at hand, and to advance solutions that have been adopted in group members’ own companies.
It offers a solid springboard for an evolution if not a revolution of employee, freelance and manager strategies, and for installing new sustainable models, not only for work but also for learning, in order to train, attract and keep new talents.
Four main courses of action emerge as imperative:
- aligning the company’s values with those of its employees;
- widespread acquisition of new, notably digital, skills;
- challenging and restructuring the idea of “the office”
- empowering and increasing the accountability of everyone involved in the organisation.
This document was produced by the working group created by IDATE in 2021 and made up of stakeholders with a commitment to digital solutions (Orange, Google, SNCF, BNP Paribas, Sopra Steria, Inetum, IBM, Atelier BNP Paribas) and specialists in the future of work (Sol France, la Cité de l’Economie et des Métiers de demain).
Table of contents
1. Foreword
Eric Labaye, President, Ecole Polytechnique & Institut Polytechnique of Paris
2. The employee of tomorrow: the value of employee commitment
2.1. The committed employee
2.1.1. Why is it changing: workers committed to social change and a search for meaning
2.1.2. What difference does it make: Green Management
2.1.3. How to capitalise on it: align the values to which employees are committed with the company’s CSR values, according to BNP Paribas
2.2. The augmented worker
2.2.1. Why is it changing: staff reskilling and the need for new skills spurred by new technologies and globalisation
2.2.2. What difference does it make: deconstruction of work into employee tasks and skills
2.2.3. How to capitalise on it: continuous, targeted upskilling and reskilling, to keep pace with changing job descriptions, according SNCF
2.3. The slasher
2.3.1. Why is it changing: work, just another consumer good
2.3.2. What difference does it make: redefinition of employment rules
2.3.3. How to capitalise on it: the Daimler Chrysler and job-sharing example
3. The future workplace: anytime, anywhere
3.1. The hybrid workplace
3.1.1. Why is it changing: impact of Covid and the full-scale trial of widespread remote working
3.1.2. What difference does it make: hybrid strategies and practical methods to invent and test for agility
3.1.3. How to capitalise on it: example of Google’s experiments with hybrid workspaces
3.2. Third places, intermediate spaces between home and office
3.2.1. Why is it changing: the need for flexible, intermediate spaces between home and office
3.2.2. What difference does it make: helping regions by revamping working spaces
3.2.3. How to capitalise on it: the SNCF example
3.3. The digital work environment and workplace-as-a-service
3.3.1. Why is it changing: post-Covid acceleration of workspace digitalisation
3.3.2. What difference does it make: the workplace as a service hub where employees come to complete their assignments, inside or outside company walls
3.3.3. How to capitalise on it: Atelier BNP Paribas observations on the emergence of metaverses and
virtual worlds
4. The future organisation: agile, open and autonomous
4.1. Organisation and agility
4.1.1. Why is it changing: globalisation driving increased competition and productivity
4.1.2. What difference does it make: from V-model to agile model
4.1.3. How to capitalise on it: illustration of Spotify’s agile model
4.2. Networked organisation open onto an ecosystem: the platform-based business
4.2.1. Why is it changing: the platform economy trend
4.2.2. What difference does it make: a networked organisation open onto an ecosystem
4.2.3. How to capitalise on it: Agility at scale, as per Sopra Steria Next, by Johan Mommer
4.3. Organisation and empowerment: lowering the centre of gravity for decision-making and shortening corporate management circuits
4.3.1. Why is it changing: empowerment and automation driven by remote working and agile organisation
4.3.2. What difference does it make: the manager as facilitator
4.3.3. How to capitalise on it: the learning organisation according to SoL France (Society for Organizational Learning), by Régina Sneifer
5. Conclusion
Geographic area
Other details
- Reference: T00020A
- Delivery: on the DigiWorld Interactive platform
- Languages available: English
- Tags: digital work environment, future of work, green management, hybrid work, workplace-as-a-service
